The purpose of this non-experimental research study was to examine relationships between organizational performance and change (OP&C) factors and the perceived leanness and objective performance measures within a medium-sized manufacturing organization engaged in lean transformation. Burke (2008) suggested successful transformational change is often predicated upon an organization’s ability to understand dimensions influencing change interventions as outlined in the Burke-Litwin model of OP&C. To better understand why lean interventions succeed in some instances and not in others, it is important to study relationships between OP&C dimensions and their impact on the leanness an organization achieves.
To investigate relationships between lean and the OP&C model, two instruments were used to gather perceptions of leanness and an overall assessment of 14 variables from the OP&C model. The Lean Organization Self Assessment Manufacturing Survey (LOSAMS) was administered to leaders of nine different plants within the same organization to determine a leanness score. The Burke-Litwin Organizational Assessment Survey (OAS) was administered to employees in same nine manufacturing plants gathering perceptions related to 14 factors of OP&C.
While a number of statistical significant findings were found with small effect sizes among the LOSAMS and Burke-Litwin OAS variables, some statistical significant findings with much larger than typical effect sizes between LOSAMS scores and objective financial data were discovered. However, the reliability and validity of the LOSAMS is questionable rendering the implications of the findings weak.
Other practical implications for this research study are many. The conceptual development of a Lean Transformation Model promoted the use of sound organizational development, organizational change, and human resource development principles and practices that could benefit the well intentioned but ill-informed change agent. A systematic literature review explores four decades of scholarly lean literature in an effort to present a reliable history and shared language for future researchers. Reliability and validity of the Burke-Litwin OAS confirmed consistency but the LOSAMS revealed a promising but weak measure of leanness. Conclusions and a research agenda for future studies in lean transformations are offered in the final section.
|Commitee:||Gilley, Jerry, Kraiger, Kurt, Makela, Carole|
|School:||Colorado State University|
|Department:||Education (School of )|
|School Location:||United States -- Colorado|
|Source:||DAI-A 71/10, Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior, Operations research|
|Keywords:||Burke-Litwin OP&C, Change factors, Lean manufacturing, Lean thinking, Lean transformation, Manufacturing, Organizational performance, Organizational performance and change, Toyota production system|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be